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Chapter
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1
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Introduction
The chapter considers the opposing
organizational standpoints with regard to training and development
- the concept that training and development is seen as either
a cost or an investment; the importance of training and development
as a motivator; and that training and development effectiveness
is measured by outcomes rather than inputs.
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2
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What
is Meant by Training and Development?
The chapter examines the following
concepts: learning and the learning curve; training to gain
and improve skills and individual attention through coaching
and mentoring development as a long-term process that not
only provides skills but also changes attitudes; Education
as a social process that transmits societal norms to individuals.
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3
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The
Evolution of Training and Development
The chapter considers how training
and development has evolved. It explains: how the apprenticeship
system was developed the need for technical education and
the growth of universal education the development of in-house
training and continuous professional development; and the
increasing use of computers and the Internet to support training
and development.
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4
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The
E-Dimension of Training and Development
The chapter considers how the e-dimension
to training and development has evolved. It explains how:
computers and the Internet have led to a requirement for training
in the skills needed to use them effectively; the use of computers
and the Internet has provided new methods for delivering training
on a variety of subjects; the use of simulations and the ability
of trainees to work at their own pace is cost-effective; and
the use of computer-based training programs can lead to problems
of isolation that can impact on the individual trainee's motivation.
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5
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The
Global Dimension of Training and Development
The chapter considers the global
dimension to training and development, how: organizations
need to take cultural differences into account when delivering
training and development to staff from other countries; to
minimize the use of idioms when delivering to staff from other
countries; and British Airways developed a robust training
and development program for supervisors and managers from
across the airline's global network.
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6
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The State of the Art
The chapter examines current thinking
on training and development, including: the need to link training
and development to organizational objectives; training needs
analysis (TNA), the training circle and learning styles; experiential
and action learning; and the learning organization.
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7
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Training and Development Success Stories
The chapter looks at companies
and initiatives from the USA, Europe, and Asia that have demonstrated
effective training and development programs: the US shipbuilding
industry during World War II; the Unipart group and the Unipart
ÒuniversityÓ; and Canon and its environmental awareness training.
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8
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Key Concepts and Thinkers
This chapter examines key thinkers
and their works and concepts, including: Glossary of terms.
Related concepts and thinkers.
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9
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Resources for Training and Development
This chapter is concerned with where
to find resources for the study of training and development:
books, serials, and Websites. |
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10
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Ten
Steps to Effective Training and Development
This chapter gives you 10 steps
to effective training and development.
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